ESSENTIAL MANAGERS Negotiating PREPARING • TRUST • MEDIATING PERSUADING • STRATEGY ESSENTIAL MANAGERS Negotiating MICHAEL BENOLIEL AND WEI HUA Contents London, New York, Melbourne, Munich, and Delhi Editor Daniel Mills US Editor Margaret Parrish Senior Art Editor Helen Spencer Production Editor Ben Marcus Production Controller Hema Gohil Executive Managing Editor Adèle Hayward Managing Art Editor Kat Mead Art Director Peter Luff Publisher Stephanie Jackson Produced for Dorling Kindersley Limited by Introduction CHAPTER Preparing to negotiate Becoming a negotiator The Stables, Wood Farm, Deopham Road, Attleborough, Norfolk NR17 1AJ www.cobaltid.co.uk Understanding negotiation dilemmas Editors Kati Dye, Maddy King, Marek Walisiewicz Designers Paul Reid, Lloyd Tilbury 10 Being prepared 14 Designing the structure First American Edition, 2009 Published in the United States by DK Publishing 375 Hudson Street, New York, New York 10014 09 10 11 12 10 ND135—July 2009 CHAPTER Setting your style Copyright © 2009 Dorling Kindersley Limited All rights reserved Without limiting the rights under copyright reserved above, no part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the prior written permission of both the copyright owner and the above publisher of this book 18 Defining negotiation styles Published in Great Britain by Dorling Kindersley Limited 22 Negotiating from the whole brain A catalog record for this book is available from the Library of Congress ISBN 978-0-7566-5043-8 DK books are available at special discounts when purchased in bulk for sales promotions, premiums, fund-raising, or educational use For details, contact: DK Publishing Special Markets, 375 Hudson Street, New York, New York 10014 or SpecialSales@dk.com Color reproduction by Colorscan, Singapore Printed in China by WKT Discover more at www.dk.com 20 Defining interest-based negotiation 24 Creating win–win deals 26 Building relationships 28 Developing mutual trust 30 Negotiating fairly CHAPTER Conducting negotiations CHAPTER 32 Negotiating with power 34 Making offers and counteroffers 36 Making concessions 38 Being persuasive 40 Managing impasses 42 Avoiding decision traps 44 Managing emotions 46 Dealing with competitive tactics Developing your technique 50 Negotiating as a team 52 Dealing with many parties 56 Negotiating internationally 60 Examining the role of gender 62 Using a coach 64 Being a mediator 68 Learning from the masters 48 Closing the deal 70 Index 72 Acknowledgments Introduction Negotiation is challenging, complex, and exciting, and requires a mixture of knowledge, skills, experience, and intuition Each negotiation is unique and there is no single technique for improving your success Thus, to be a successful negotiator, you should use a mixture of moves and countermoves, driven by the nature of the specific negotiating situation This book describes various practices and techniques that can help to make you a more successful negotiator in every situation you face Negotiating distills negotiation theory and practice to give you practical advice on how to become a successful negotiator It addresses questions such as: “Should I make the first offer?”, “How should I present and respond to offers?”, “How can I obtain concessions from my counterpart?”, and “How can I make concessions effectively?” It helps you understand and put into practice ways to analyze your and your counterpart’s power, and to increase your negotiating power by building winning coalitions However, negotiating successfully goes beyond mastering tactics and strategies It is also about having the right attitude and mindset, such as being diligent in your preparation and planning; being resilient in the face of multiple challenges; being creative by inventing mutually beneficial options; and being ready to walk away from poor deals By mastering these negotiating tactics and strategies, and by developing the right attitude and mindset, you will achieve superior results Chapter Preparing to negotiate Negotiation is a skill that you can learn and develop through practice and experience By framing the process correctly and by searching in advance for creative options, you will be able to find solutions that satisfy the interests of all parties Becoming a negotiator Many people shy away from negotiation because they think it implies conflict In fact, negotiation is what you make it When undertaken with confidence and understanding, negotiation is a creative interpersonal process in which two parties collaborate to achieve superior results Seeing the benefits When you become skilled in negotiation, you can create real value for your organization Negotiation allows you, for example, to secure cost-effective and reliable flows of supplies, enhance the financial value of mergers and acquisitions, settle potentially damaging disputes with union leaders or government officials, or resolve internal conflict constructively Negotiation is increasingly recognized as a core competency Many companies develop their own methodologies and offer training and mentoring programs for negotiators Becoming a negotiator Understanding the basics Good negotiators are made rather than born Although some may be naturally gifted and intuitive (possessing, for example, the ability to empathize with others), most have developed their principles and tactics over time and recognize that negotiating is a largely rational process To be a successful negotiator, you have to feel psychologically comfortable in the negotiation situation This means being able to tolerate uncertainty, deal with unexpected behavior, take measured risks, and make decisions based on incomplete information You need to think about solving problems and creating opportunities rather than winning or losing: if you are confrontational, you are likely to have a fight on your hands And if you “win” there will necessarily be a loser, with whom you may have to work in the months to come TIP LEARN YOUR ART Developing the skills needed to be a successful negotiator can take time, so be patient Try to learn from every negotiation you undertake, both for your organization, and in your life outside work BUILDING A FOUNDATION ! FAST TRACK OFF TRACK Keeping an open mind to learning new techniques Believing that negotiating is an innate ability Treating negotiation skills as a mixture of rationality and intuition Negotiating from a fixed viewpoint Developing trust slowly Appearing too eager Expressing empathy while negotiating assertively Behaving assertively without expressing empathy Having a strategy and sticking to it Chasing haphazard opportunities Preparing to negotiate Understanding negotiation dilemmas The negotiating task is very complex because it embodies a number of fundamental dilemmas To be successful in your negotiations, you need to understand the difference between the true dilemmas that you need to address, and the many myths that surround negotiating Identifying true dilemmas Over time, a number of myths have evolved about the nature of negotiations Many THE STRATEGY OR negotiators continue to hold to them, OPPORTUNITY failing to recognize the difference DILEMMA between these myths and the real Unexpected opportunities dilemmas they face For example, sometimes arise in negotiation It it is a popular misconception that can be tempting to divert from your a negotiator must either be well-planned strategy, but be consistently “tough” or consistently aware that this may distract you from “soft” if they are to be successful In achieving your reality, effective negotiators not need objectives to choose between these approaches, but are flexible and use a repertoire of styles Many also believe that negotiation is largely an intuitive act, rather than a rational process It is true that an effective negotiator will use their intuition to a certain extent (to know the right moment to make a concession or present an offer, for example) However, most of the negotiating task requires systematic processes such as masterful due diligence, identifying interests, and setting clear objectives Skilled negotiators are able to recognize the myths and focus their energy on the true negotiation dilemmas, balancing their approach and making the difficult decisions needed to achieve the most successful outcomes in their negotiations 60 Developing your technique Examining the role of gender Are women better negotiators than men? Research reveals real differences in negotiation styles between the genders, but there are also deep-seated gender stereotypes in many cultures How these gender differences are handled, by both men and women, is critical in determining the quality of the agreement you reach through negotiation Being aware of perceptions Enthusiastic and well-prepared negotiators, whether men or women, tend to perform better than lessinterested and less-committed ones In an ideal world, in which neither party is concerned about gender, female negotiators can perform just as well as their male counterparts In the real world, it pays to be aware of the real and perceived differences between the sexes when approaching a negotiation Examining the role of gender 61 Addressing stereotypes Women are stereotypically portrayed as being at a disadvantage in the negotiating environment The myths are that, while men behave rationally, women are emotional; where men are assertive, women are passive; and while men are competitive, women tend to prefer a collaborative approach As a woman, your attitude toward these stereotypes and how you choose to handle them when negotiating with men plays a critical role in determining the outcome of a negotiation If you accept the stereotype and feel and appear anxious at the negotiating table, you may confirm the stereotype and trigger a self-fulfilling prophecy of expecting less and getting less If you acknowledge the stereotype and try hard to overcome it, you will gain advantage; people are generally prompted to assert their freedom when they feel restricted by others, and using these feelings in a negotiation may serve to make you bolder and more assertive, and help you gain a bargaining surplus Men may also be affected by perceived or real gender differences in negotiations When men negotiate with women, they may either choke under the pressure to over-perform, thus leading to a less favorable outcome; or they may feel guilty and fail to take advantage of their male traits, which would also lead to a less favorable outcome GENDER DIFFERENCES IN NEGOTIATION AREA OF ACTIVITY MALE CHARACTERISTICS FEMALE CHARACTERISTICS Setting goals Tend to set high goals Tend to set lower goals Making concessions Tend to make few concessions Tend to make more concessions Splitting the pie Focus more on outcomes— getting a larger slice of the pie Focus more on building and maintaining relationships than obtaining an outcome Accepting offers Tend to regret their decision later and feel they could have got more, especially after accepting a first offer Tend to feel relieved after accepting an offer 62 Developing your technique Using a coach Many negotiators have blind spots, hold false assumptions, and are prone to repeating their mistakes Some continue to fail to fully understand the other party’s perspective, are unable to convert positions to interests, or are unable to manage their emotions Working with a coach is an excellent way to gain perspective on your weaknesses and strengths and develop your skills for greater success Understanding the benefits Many negotiators not realize that they could improve their techniques They continue to make the same mistakes because they filter information, hearing only what they want to hear, rather than absorbing the complete information that is required to perform well Another self-serving trap is attribution Negotiators often attribute problems in negotiations to their counterpart negotiators An objective coach who is willing to challenge you can help raise your awareness of your limitations and improve your performance DEVELOPING YOUR SKILLS ! FAST TRACK OFF TRACK Embracing coaching as a way to become more successful Rejecting an offer of coaching, because you can’t improve Respecting your coach’s assessment of your weaknesses Believing that your coach doesn’t understand your superior approach Using the feedback your coach gives you to improve your skills Dismissing your coach’s advice, because you know better Using a coach 63 Working with a coach When you first work with a coach, they will make an assessment of your performance This often starts with a 360-degree feedback session, in which your coach collects data from people you negotiate with, in order to identify your strengths and weaknesses The coach may also “shadow” you in actual negotiations, to take note of your performance Witnessing you in action allows a coach to provide relevant and insightful suggestions for improvement The key outcome from the diagnosis is for the coach to identify your patterns in beliefs and behaviors, so that you have a higher level of self-awareness Fine-tuning your style The coach then works with you to identify the skill sets and attitudes you want to focus on throughout the coaching period Coaches are experienced in diagnosing possible pitfalls in your negotiation styles, and can help you be proactive in preventing them from occurring They can also help you to uncover issues and resolve them on your own They can expand your repertoire of behaviors by trying out different approaches and styles with you Coaches ask IN FOCUS ROLE PLAY Scenario role play can be an effective method of preparing for negotiations A coach can help you rehearse your role and make sure there are no gaps or weaknesses in your case and in the negotiation process For example, the coach can help identify your BATNA or make sure that you are not too enamored with the potential deal to the extent that you are unable to walk away from it Although it is impossible to perfectly script a negotiation process ahead of time, it is helpful to “know your destination and all the terrain” so that even if the other party takes the process off track, you can still find a way to achieve your goals a lot of questions A good coach helps the negotiator to test his or her own assumptions, consider different perspectives, and reach a conclusion about how to proceed Many will use scenario role play to help you practice new ways of doing things Once you have used the new approaches in a real negotiation, a coach can provide a nonthreatening evaluation and help you learn from your mistakes, achievements, and missed opportunities Your learning can then be applied in your next round of negotiations 64 Developing your technique Being a mediator As a manager, you will often have to negotiate directly with others within your organization, but will also sometimes be asked to get involved as a third party to try and help parties engaged in disputes to resolve their conflicts You therefore need to understand the principles of effective mediation and how your role is different to that of other mediators ENCOURAGE SELFDETERMINATION Ensure that the disputing parties recognize their differences and know that their participation in the mediation process is voluntary and they are free to leave at any time Defining mediation Mediation is a structured process GIVE OWNERSHIP in which an impartial third party Let the disputing parties facilitates the resolution of know that they must take responsibility for the conflict a conflict between two and for its resolution, and are negotiating parties For expected to identify the mediation to be successful, issues and engage the person selected to creatively in solving mediate a dispute must be the conflict acceptable to both of the parties They must be entirely happy that the mediator is unbiased and will assess the circumstances of the dispute objectively If you are asked to mediate a dispute, you need to be certain that you will be able to REMAIN NEUTRAL remain impartial and not let yourself get Ensure that you remain swept up in the emotional side of what neutral and help to is taking place Your role will require facilitate the mediation process, rather than you to look at the situation from the actively trying to influence perspective of each of the disputing the outcomes of the parties to find areas of common ground conflict between them, and use this information to make recommendations that would be acceptable to both parties Principles of effective mediation ADVOCATE CONFIDENTIALITY Make it clear to all parties that the mediation process is confidential Disputing parties are only likely to share important information if they believe that the mediator is neutral and trustworthy KEEP THE GOAL IN MIND Always remember that the aim of mediation through integrative negotiation is not to achieve absolute justice, but to develop options and find the most workable and satisfactory option USE AN INTEGRATIVE APPROACH Try to understand the interests of each of the disputing parties, and help them reach an integrative (win–win) resolution that they would both find acceptable 66 Developing your technique Remaining impartial The manager’s role as a mediator is similar to that of other neutral third-party mediators He or she is working to the same goal as other mediators: to help the disputing parties resolve their disputes However, as the types of conflict a manager has to deal with often affect organizational goals and performance, he or she may sometimes find it difficult to remain neutral to its consequences In order to protect the organization’s interests, the manager may sometimes have to exercise more control over how the conflict is mediated and also over how the dispute will be resolved In addition, managers will often have a shared history and possibly a future relationship with the disputing parties Given these challenges, a manager must his or her utmost to mediate the dispute in an unbiased manner Understanding the process The mediation process is a step-by-step, structured process However, unlike the rigid legal process used for mediation, the process used by managers is flexible It involves five main steps: • Initial contact Start by meeting with each party to identify the issues and provide general information about the mediation process and principles • Assessment and preparation Next, you need to introduce your role as the mediator, and talk to each disputing party to obtain information about the nature of the dispute You should also make an assessment of your ability to mediate this dispute, by deciding whether the disputing parties are ready for mediation You also need to get the parties to commit to engaging in constructive mediation, by asking them to sign a contract Finally, make a list of the issues in dispute for later discussion Being a mediator 67 • Joint opening session Once you are fully prepared, you then need to establish a psychologically safe environment in which the mediation can take place Clarify the rules of engagement, such as mutual respect, taking notes and meeting privately with each disputing party Educate the parties on the differences between each of their positions and interests and begin to work on the issues • Joint sessions Facilitate a productive joint problemsolving situation by continuing to move the disputing parties from positions to interests Prioritize and narrow down the issues, identify areas of agreement and areas of disagreement, and encourage the disputing parties to make realistic proposals This may take one or a number of sessions • Agreement Write down aspects of the agreement as the disputing parties begin to agree on more issues Ensure that the final agreement is very precise, is owned by the disputants, and is forward-looking MEDIATING AS A MANAGER ! FAST TRACK OFF TRACK Ensuring that the disputing parties reach an integrative agreement that is satisfactory to all Failing to take the time to fully listen to and understand the interests of the disputing parties Trying to resolve the conflict as quickly and efficiently as possible Allowing the conflict to disrupt the organization’s day-to-day business Ensuring that the mediation process is fair to both parties Introducing your own biases Allowing disputing parties to express their feelings Disregarding the emotions of the disputing parties 68 Developing your technique Learning from the masters Irrespective of the field in which they practice their trade, be it business, law, diplomacy, labor, or sports, master negotiators possess a unique set of combined characteristics that clearly differentiate them from common negotiators, and define their success Every negotiator can benefit by understanding the skills and attitudes of a master negotiator Becoming a winning negotiator Master negotiators have superior negotiating capabilities in three major areas: the ability to understand and analyze issues (cognitive skills); the ability to manage emotions, especially negative ones (emotional skills); and the ability to connect with others by developing relationships and trust (social skills) These are the areas that you need to work on if you are to hone your negotiating skills and work toward becoming a master negotiator Learning from the masters 69 Defining key attributes The following characteristics are common to all master negotiators: • Using masterful due diligence Master negotiators understand the dangers of being poorly prepared, and invest ample resources in planning and gathering information • Thinking strategically Negotiations are rarely a one-onone business, so master negotiators spend time analyzing the interests of the “players” who are not at the table, how the power balance lies, and what opportunities exist to increase their own power • Being firm and flexible Master negotiators are firm and clear about the issues they must have, and flexible on the issues they would like to have • Seeing the other side Master negotiators know that they can only present a good offer or trade-off if they know what their counterpart’s interests are They are able to easily shift from seeing things from their point of view to seeing things from that of the other party • Investing in relationships Master negotiators use all possible opportunities to nurture trust and develop relationships, and make sure that those connections remain intact over time • Managing emotions Master negotiators make an active choice to always monitor and control their emotions constructively • Appreciating uniqueness Master negotiators approach every situation afresh and are always ready to modify their practices and adapt to the specific conditions of the current negotiation IN FOCUS BAD DEALS Master negotiators know that negotiations are not about making the deal and signing the contract, but rather about diligently pursuing their interests No deal is better than a bad deal, so they condition themselves mentally to walk away from the table if and when their interests are not met Inexperienced negotiators tend to be biased toward securing a deal and often tend to stay at the table and get a poor deal There are two reasons for this: first, negotiators not want to let go of the sunk costs (expenses) involved in attempting to make the deal Second, they not want to face the fact that it simply is not possible to make the deal and thus feel that they have failed to produce results Master negotiators, in contrast, are willing to let go of the sunk costs and not feel that they have failed in the negotiation task if the deal does not go through 70 Index Index A agenda 15 agreements: coalitions 54 cultural differences 56 mediated negotiations 67 anchoring and adjustment 42, 43 anger 44, 45 Asian negotiations 56, 58–9 B BATNA (Best Alternative To a Negotiated Agreement) 12, 21 improving skills 63 multiparty negotiations 52 and power 32, 33 benchmarks: competitive tactics 46 decision traps 43 opening offers 34 persuasion techniques 39 blackmail, emotional 47 blocking coalitions 54 bundling issues 24–5, 47 bureaucracy, cultural differences 57 C Chair, multiparty negotiations 52 China, cultural differences 58–9 closing the deal 48–9 coaches 62–3 coalitions 13, 54–5 cognitive skills, master negotiators 68 commitment: building trust 28 escalation of 10–11, 43 communications, 16 competition: compete or cooperate dilemma mixed motive style 19 tactics 46–7 value-claiming behavior 18–19 complexity, multiparty negotiations 52–3 concessions 36–7, 38 last-minute 47 using anger 44 confidence 17, 43 conflicts, mediation 64–7 consensus, team negotiations 51 contracts: closing the deal 48–9 contract negotiators 26 cultural differences 56, 59 cooperation, mixed motive style 19 costs 33, 69 counteroffers 34–5 counterparts: building a relationship with 26–7 closing the deal 48–9 offers and counteroffers 34–5 researching 11 strategic thinking 13 understanding 12 and whole-brain model 23 creativity 23 cultural differences 56–9 D deadlines 12, 33, 47 deadlock 40–1 deal-breakers 10, 36 decision-making 51, 59 decision traps 42–3 defusing impasses 41 dignity, protecting “face” 27, 59 dilemmas 8–9 distributive fairness 30 distributive style 18–19 due diligence 69 E emotions: Asian negotiations 59 emotional blackmail 47 emotional intelligence 23, 45 and impasses 40–1 master negotiators 68, 69 multiparty negotiations 53 strategies 44–5 empathy 7, 9, 45 equality, fairness 30 equity, fairness 30 errors of judgment 42–3 escalation of commitment 10–11, 43 exit strategy 42 experimental self, thinking style 22–3 F “face,” protecting 27, 59 fairness 30–1, 59 feeling self, thinking style 22–3 finances 33, 57, 69 formal negotiations 56 framework for negotiating 14–15 framing, decision trap 43 G gender differences 60–1 globalization 56–9 goals 10, 48 good guy/bad guy tactic 46 ground rules 15, 16 “groupthink,” team negotiations 51 “guanxi”, Chinese negotiations 59 H hazards 16, 51 Herrmann, Ned 22–3 honesty dilemma humor 27 IJ ideology, cultural differences 56 impasses 40–1 implementation 49 influence, coalitions 54, 55 informal negotiations 56 information: avoiding common mistakes 17 avoiding decision traps 42, 43 multiparty negotiations 52 negotiation process 16 as power 32 integrative style 18, 19 integrity 33, 55 interactional fairness 30 Index 71 interest-based negotiation 20–1 international negotiations 13, 56–9 intuition Japan, cultural differences 58–9 judgment errors 42–3 L leaving the table 69 legal systems, cultural differences 57, 59 likeability, power of 33 limits, setting 10 M majority rule, team negotiations 51 manipulation 46–7 master negotiators 68–9 mediation 64–7 memorandums of understanding (MOAs) 56 mixed motive style 18, 19 multiparty negotiations 52–5 N needing the deal 32 needs, fairness 30 negative approach 44, 45 nibbling tactic 47 O objectives 10 offers 34–5 opportunity dilemma overconfidence 17, 43 P persuasion 38–9 political issues, international negotiations 56, 57 positive approach 44, 45 power: coalitions 54 sources of 32–3 preparation 10–13, 17, 51 procedural complexity, multiparty negotiations 53 procedural fairness 30 processes, structuring 16 psychological traps 16 psychosocial process 16 R rational approach 44, 45 rational self, thinking style 22–3 reciprocation 28 relationships 26 Asian negotiations 59 building 26–7 master negotiators 69 multiparty negotiations 53 mutual trust 28–9 offers and counteroffers 35 reputation 28 research 11, 13 resources, as power 32 risk-averse negotiators 43 risk taking 25 roles: and psychosocial process 16 scenario role play 63 team negotiations 51 rules 15, 16, 36 S safekeeping self, thinking style 22–3 scenario role play 63 self-image 40 skills: improving 7, 62–3 master negotiators 68 and power 33 small numbers bias, decision trap 43 social complexity, multiparty negotiations 53 social skills, master negotiators 68 socializing 27 stakeholders, building a coalition 55 stereotypes, women negotiators 61 strategy: multiparty negotiations 52 strategic thinking 13, 69 strategy dilemma strategy (continued): tailoring 13 using anger 44 structure of negotiations 14–17, 53 styles of negotiating 18–19 sunk costs 33, 69 T tactics, competitive 46–7 team negotiations 14, 27, 50–1 temporal process 16 thinking strategically 13, 69 thinking styles 22–3 time: international negotiations 56 making concessions 36 and negotiating strategy 13 and power 33 time management 16 time pressures 12, 47 trade-offs 24–5 traps: psychological 16 tactical 46–7 trust 28–9, 33 Asian negotiations 59 coalitions 54, 55 trust dilemma V value-claiming behavior 18–19 values, negotiating points 10 venue 15 vividness bias, decision trap 43 W weak position, negotiating from 33 whole-brain negotiating 22–3 win–lose style 18, 19 win–win deals 19, 24–5 winner’s curse 42, 43 winning coalitions 54 women negotiators 60–1 written agreements 49 72 Acknowledgments Acknowledgments Author’s acknowledgments Our thanks go to the business associates at the Center for Negotiation (USA) and the International Perspectives (Singapore), to the academic colleagues at Singapore Management University, to our editor Amrit Kaur, and to our research assistant Deborah NG Sui Ling We appreciate your support Thanks to the many managers and executives in USA, UK, China, India, Singapore, Thailand, Malaysia, Indonesia, and the Philippines Your active participation in our negotiation training and coaching workshops put our expertise to the ultimate test of relevancy and precision Thanks to our students at Johns Hopkins University, Singapore Management University, and Nanyang Technological University, Singapore Your inquisitive nature helped us crystallize our thinking Thanks to Marek Walisiewicz, Peter Jones, Kati Dye, and many other talented designers and editors Your commitment to publish this book gave light to our negotiation and coaching ideas This collective endeavor will promote the best practice of negotiation Publisher’s acknowledgments The publisher would like to thank Hilary Bird for indexing, Judy Barratt for proofreading, and Chuck Wills for coordinating Americanization Picture credits The publisher would like to thank the following for their kind permission to reproduce their photographs: Getty Images: Tipp Howell; 2–3 iStockphoto com: Marc Brown; 4–5 Getty: Neil Emmerson; 8–9 (background) Alamy: Ken Welsh; 8–9 iStockphoto.com: Clint Scholz; 12 Getty: artpartner-images; 14–15 iStockphoto.com: Aliaksandr Stsiazhyn; 17 iStockphoto.com: Floortje; 20–21 iStockphoto.com: Joshua Blake; 26 iStockphoto.com: Luca di Filippo; 29 iStockphoto.com: Andrew Lilley; 30–31 Alamy Images: Food drink and diet/Mark Sykes; 34 iStockphoto.com: Chris Scredon; 37 iStockphoto.com: 7nuit; 38–39 iStockphoto com: Lisa Thornberg; 40 iStockphoto.com: Olena Druzhynina; 46–47 Getty Images: Betsie Van der Meer; 53 Corbis: Patti Sapone/Star Ledger; 55 iStockphoto.com: Gary Woodard; 56–57 iStockphoto.com: Perry Kroll; 58–59 iStockphoto.com: blackred; 60 iStockphoto com: Lise Gagne; 64–65 Getty Images: Ryan McVay; 68 iStockphoto.com: blackred Every effort has been made to trace the copyright holders The publisher apologizes for any unintentional omission and would be pleased, in such cases, to place an acknowledgment in future editions of this book About the authors Dr Michael Benoliel is Director of the Center for Negotiation (www.centerfornegotiation.com) He has conducted negotiation training in the USA, UK, Singapore, Malaysia, India, Indonesia, Vietnam, Thailand, and the Philippines, and provided negotiation training to companies such as BP, Applied Micro Devices, Prudential, PTT Chemicals, and Mekong Capital He has taught at Johns Hopkins and Maryland universities, and is currently Associate Professor of Organizational Behavior Practice at Singapore Management University Dr Wei Hua is the founder of the management consulting firm “International Perspectives” (www.international-perspectives.com), and has extensive international experience in research, consulting, training, and teaching in mainland China, Japan, the USA, and Singapore Dedication To my family, Sharon and Talia Michael Benoliel To my dad Wei Hua • Teaches you the skills you need to deal with suppliers, resolve internal conflicts, and conduct multiparty discussions • Step-by-step instructions, tips, checklists, and “Ask yourself” features show you how to find a strong starting position, bargain effectively, and close a deal • Tables, illustrations, “In focus” panels, and real-life case studies help you to avoid conflict, build coalitions, and persuade other people Michael Benoliel is the Founder and Director of the Center for Negotiation, USA, and has led negotiation seminars around the world He is Practice Associate Professor at Singapore Management University Wei Hua is the founder of the management consulting firm International Perspectives, and has extensive experience in research, consulting, and teaching in China, Japan, the USA, and Singapore discover more at www.dk.com Jacket image: Front: Getty Images: Guy Crittenden THE PRACTICAL GUIDE THAT GIVES YOU THE SKILLS TO SUCCEED ... ESSENTIAL MANAGERS Negotiating MICHAEL BENOLIEL AND WEI HUA Contents London, New York, Melbourne, Munich,... contact: DK Publishing Special Markets, 375 Hudson Street, New York, New York 10014 or SpecialSales @dk. com Color reproduction by Colorscan, Singapore Printed in China by WKT Discover more at www .dk. com... the negotiating room is, in fact, determined by what happens outside the negotiating room This requires you to think strategically about your situation in relation to the situation of your negotiating